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Chapter 6

Overcoming Resistance to Change

Learning Objectives

  • Identify forces that cause resistance to change.
  • Recognize strategies that can increase motivation to change.
  • Diagnose forces driving and resisting organization change.
  • Experience reactions to a change situation.

Change and Reinvent (part 1 of 2)

  • Many organizations being forced to change radically.
  • Organizations face major challenge in managing change.

Change and Reinvent (part 2 of 2)

  • Organizations need capacity to adapt quickly.
  • People focus of most serious challenges.
  • Large scale changes incur significant problems and challenges.

Changes on Personal Level

  • Set patterns of behavior.
  • Defined relationships with others.
  • Work procedures and job skills.

Changes on Organizational Level

  • Policies.
  • Procedures.
  • Organization structures.
  • Manufacturing processes.
  • Work flows.

Life Cycle of Resistance to Change (part 1 of 5)

Response to change tends to move through 5 phases:

  • Phase 1: Change Introduced.
  • Only few people who see need for change.
  • Resistance appears massive.

Life Cycle of Resistance to Change (part 2 of 5)

  • Phase 2: Forces Identified.
  • Forces for and against change identified.
  • Change more thoroughly understood.
  • Novelty of change tends to disappear.

Life Cycle of Resistance to Change (part 3 of 5)

  • Phase 3: Direct Conflict.
  • Direct conflict and showdown between forces.
  • This phase probably means life or death to change.

Life Cycle of Resistance to Change (part 4 of 5)

  • Phase 4.
  • Remaining resistance seen as stubborn.
  • Possibility resisters will mobilize to shift balance of power.

Life Cycle of Resistance to Change (part 5 of 5)

  • Phase 5.

Resisters to change are as few and as alienated as were advocates in first phase.

Leading Change: Major Factors Affecting Success of Change

Advocates of change.

Degree of change.

Time frame.

Impact on culture.

Evaluation of change.

Figure 6.1
Change Factors

Advocates of Change

  • Person leading change often most important force for change.
  • OD practitioners may be brought in to assist.

Degree of Change

  • Is change minor or major?
  • The greater the change, the more difficult to implement.

Time Frame

  • Greater chance of success if:
  • Change is gradual.
  • Longer time frame.
  • Some organizations only chance for survival depends on:
  • Radical change.
  • Introduced swiftly.

Impact on Culture

  • The greater the impact on existing culture:
  • The greater the resistance and
  • The more difficult it is to implement change.

Evaluation on Culture

  • Standards of performance developed.
  • Designed to measure:
  • Degree of change and
  • Impact on organization.

A Change Model (part 1 of 5)

  • Two major considerations in organizational change are:
  • Degree of change.
  • Impact on organization’s culture.

Figure 6.2
Change Model

Change Model (part 2 of 5)

Quadrant 1

  • Minor change, low impact on culture.
  • Resistance at lowest level.
  • Success most probable.

Change Model (part 3 of 5)

Quadrant 2

  • Minor change, high impact on culture.
  • Some resistance can be expected.

Change Model (part 4 of 5)

Quadrant 3

  • Major change, high impact on culture.
  • Some resistance likely.
  • Good management can probably overcome resistance.

Change Model (part 5 of 5)

Quadrant 4

  • Major change, high impact on culture.
  • Greatest resistance can be predicted.
  • Probability of success low.

Driving Forces Toward Acceptance of Change

  • Driving forces:
  • Anything that increases organization to implement change.
  • Vary in intensity depending on situation.

Driving Forces for Change
(part 1 of 5)

  • Dissatisfaction with present situation.
  • External pressures toward change.
  • Momentum toward change.
  • Motivation by management.

Driving Forces for Change
(part 2 of 5)

  • Dissatisfaction with present situation.
  • Intense dissatisfaction with present situation provides motivation.
  • Some members are aware of need for improvement.
  • Being average not good enough.
  • Stockholder demands for change.

Driving Forces for Change
(part 3 of 5)

  • External pressures toward change.
  • Forces outside of organization (example: market conditions).
  • New technologies and methods implemented to remain competitive.
  • New legal requirements.

Driving Forces for Change
(part 4 of 5)

  • Momentum toward change.
  • Once change underway, forces push it along.
  • Those involved tend to become committed.
  • Money previously already spent on change provides motivation.
  • Change in one part of organization may set off chain reaction.

Driving Forces for Change
(part 5 of 5)

  • Motivation by management.
  • Manager or advocate of change becomes motivating force.
  • Top management’s encouragement can motivate change.

Restraining Forces Blocking Change (part 1 of 2)

  • Uncertainty regarding change.
  • Fear of unknown.
  • Disruption of routine.
  • Loss of benefits.
  • Threat to security.

Restraining Forces Blocking Change (part 2 of 2)

  • Threat to position power.
  • Redistribution of power.
  • Disturb existing social networks.
  • Conformity to norms and culture.

Driving Forces & Restraining Forces Act in Tandem

  • Effective change programs:
  • Increase driving forces.
  • Decrease restraining forces.
  • Force-field analysis model useful to view driving and restraining forces.

Strategies to Increase Motivation (part 1 of 2)

  • Climate conducive to change.
  • Clearly articulated vision.
  • Effective communications.
  • Leadership of managers.

Strategies to Increase Motivation (part 2 of 2)

  • Participation of members.
  • Reward systems.
  • Negotiation, agreement, and politics.
  • Power strategies.

OD Application
Five Phases of
Resistance to Change

  • Change tends to move through a life cycle.
  • Environmental movement over 40 years illustrates phases.

  • PHASE 1 – Change Introduced.
  • Environmental movement began to grow in 1970s.
  • The forces for change were small.
  • PHASE 2 – Forces Identified.
  • By 1980s forces for and against change became organized.
  • PHASE 3 – Direct Conflict.
  • Clean Air Act of 1990 brought opposing groups into direct confrontation.

  • PHASE 4 – Residual Resistance.
  • Opposing groups continued to have conflicts.
  • Resistance became less intense through first decade of 2000s.
  • PHASE 5 – Change Established.
  • World generally sees environmental responsibility as a necessity.
  • Disagreements persist in how to implement changes.

OD Application
The World of Business

  • Globalization has occurred for hundreds of years.
  • Recently experienced exponential growth.

  • Reasons for increase include:
  • Improvements in communications and transportation.
  • More efficient global banking systems.
  • Surpluses in capital for some countries.
  • Worldwide lowering of trade barriers.

  • Multinational companies (MNCs) based all over the world.
  • MNCs emerging in larger numbers in developing countries.
  • MNCs help create markets by employing workers worldwide.
  • Trend for MNCs to blend into countries and adapt local culture.

Table 6.1
Fortune Top Global 500 Companies

Keywords and Concepts

  • Driving forces.
  • Increases client system to implement proposed change.
  • Employee stock ownership plan.
  • Grant stock or stock options to broad section of employees.

  • Gain sharing.
  • Reward system that recognizes value of specific group.
  • Knowledge-based pay.
  • Reward system based on the knowledge or skills of workers.
  • Open-book management.
  • Employees use financial records to analyze problems.

  • Profit-sharing.
  • Uses the performance of business to calculate employee pay.
  • Restraining forces.
  • Forces that block implementation of change program.
  • Vision.
  • Describes desired future state for organization.
  • Can provide members with mental image of future.

OD Skill Simulation 6.1
Downsizing in Enigma Co.

  • Purpose.
  • Examine how you attempt to influence others.
  • Understand relationship between acceptance and rejection of change.
  • Consider how change situations are influenced.

OD Skill Simulation 6.2
Driving and Restraining Forces

  • Purpose.
  • Help you further understand the diagnosis process.
  • Experience overcoming resistance to change.

OD Skill Simulation 6.3
Strategies for Change

  • Purpose.
  • Experience a change situation where you attempt to change another person.

Preparations for Next Chapter

  • Read Chapter 7.
  • Prepare for OD Skill Simulation 7.1.
  • Complete Step 1.
  • Prior to class, form teams of eight members and select roles.
  • Read and analyze Case: The Farm Bank.